The 3 lines of defense for risk management
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000cab a2200000 4500 | ||
| 001 | MAP20160022506 | ||
| 003 | MAP | ||
| 005 | 20160722153343.0 | ||
| 008 | 160718e20160718esp|||p |0|||b|spa d | ||
| 040 | $aMAP$bspa$dMAP | ||
| 084 | $a7 | ||
| 100 | 1 | $0MAPA20160009088$aPotter, Patrick | |
| 245 | 1 | 4 | $aThe 3 lines of defense for risk management$cPatrick Potter, Marshall Toburen |
| 520 | $aFor years, risk in many organizations was managed on an ad-hoc basis by tenured leaders relying on their own experience, such as the CEO and any credit, market, legal and fraud experts on hand. Internal audit functions existed to identify necessary internal controls and make sure there were no gaping holes. Typically, internal audit was the only part of an organization performing regular risk assessments, and when something went wrong, management would cry, Where were the auditors? | ||
| 650 | 4 | $0MAPA20080591182$aGerencia de riesgos | |
| 650 | 4 | $0MAPA20080601522$aEvaluación de riesgos | |
| 650 | 4 | $0MAPA20080594886$aAuditoría de gestión | |
| 650 | 4 | $0MAPA20080586461$aModelos de gestión | |
| 700 | 1 | $0MAPA20160009095$aToburen, Marshall | |
| 773 | 0 | $wMAP20077000291$tRisk Management Magazine$dNew York : Risk and Insurance Management Society, 1982-$x0035-5593$g28/06/2016 Volumen 63 Número 5 - junio 2016 , p. 16-17 |